iv.Inter-relationship between long-term vision and episodic opportunity

Universities are places of ‘permanent revolution’. The need to keep abreast of emerging opportunities in an external environment driven by a shifting social landscape, changing economic fortunes and emerging political priorities makes this a necessity. Thus even the apparently simple task keeping up with the changing nomenclature for departments, schools, faculties and centres can be overwhelming. In a context such as this, elaborate and detailed chaplaincy plans can be a distraction; they become a straight-jacket that means a lack of flexibility and an inability to account for fast-shifting contingencies. Moreover, responding to the vicissitudes of human need and the unpredictability of crises requires fleetness of foot; it means building in and defending as yet unclaimed space in order to gain a certain degree of preparedness for what is inherently unknown. The chaplaincy task, therefore, concerns working with the grain of opportunity as this emerges and unfolds. But, how does one recognise an opportunity when it does appear?

One suggestion is to have a firm and clear vision of where one would ideally desire to end up. What would the university look like if chaplaincy met with maximal success at every turn? What quality of community, what character of education, what relationship of work to play, what chapel experience, what sense of God’s all-pervading presence would pertain? Setting this vision before one’s eyes, which is surely part of the purpose of daily prayer, means that when an opportunity emerges to nudge circumstances closer to this goal, it is less likely to be missed.

Opportunity for ‘advancement’ often comes in seasons and only in certain aspects of the work. Areas that at one time seem fluid and full of promise can set hard again in recalcitrant obstinacy. But the potentially disconcerting and disruptive effect of such sporadic progress matters less if the overall vision remains firm and unambiguous. There is, then, great wisdom in the observation of John Sullivan:

“…a great many activities of chaplains are often episodic, short-term experiments and initiatives, that fall short of attracting the label of strategy or policy, but which validly give expression to a long-term vision.” (2007, p.89)